SESSION 4

FUNCTIONS OF A
SUPERVISORLEADING &
MOTIVATING

DEFINITIONS
Leadership is a process by which a
person influences others to accomplish
an objective and directs the
organization in a way that makes it
more cohesive and coherent.

DEFINITIONS
Leadership is a process
whereby an individual
influences a group of
individuals to achieve a
common goal.

WHERE DOES YOUR

LEADERSHIP POWER
COMES
FROM
Position
Ability

to reward
Coercion
Expertise
Personal appeal and
charisma

LEADERSHIP
THEORIES

Bass' Theory of Leadership

This theory states that there are three basic ways to explain
how people become leaders .The first two explain the leadership
development for a small number of people. These theories are:
1. Some personality traits may lead people naturally into
leadership roles. This is the Trait Theory.
2. A crisis or important event may cause a person to rise to
the occasion, which brings out extraordinary leadership
qualities in an
ordinary person. This is the Great Events
Theory.

People can choose to become leaders.

People can learn
leadership skills. This is the
Transformational or
Process Leadership
Theory. It is the most widely accepted theory
today and the premise on which this
guide
is based.
3.

Blake and Mouton

Managerial Grid
Also known as the Leadership Grid (1985)
uses two axes:
"Concern for people" is plotted using the
vertical axis
"Concern for task or results" is plotted along
the horizontal axis.
They both have a range of 0 to 9. The notion
that just two dimensions can describe a
managerial behavior has the attraction of
simplicity. These two dimensions can be drawn
as a graph or grid:

BLAKE MOUTON GRID

Most people fall somewhere near the middle of the two

axes Middle of the Road. But, by going to the
extremes, that is, people who score on the far end of the
scales, we come up with four types of leaders:
Authoritarian strong on tasks, weak on people skills
Socialite strong on people skills, weak on tasks
Impoverished weak on tasks, weak on people skills
Team Leader strong on tasks, strong on people skills
The goal is to be at least in the Middle of the Road but
preferably a Team Leader that is, to score at least
between a 5,5 to 9,9.

Authoritarian Leader (high task, low relationship)

People who get this rating are very much task oriented
and are hard on their workers (autocratic). There is
little or no allowance for cooperation or collaboration.
Heavily task oriented people display these
characteristics: they are very strong on schedules;
they expect people to do what they are told without
question or debate; when something goes wrong they
tend to focus on who is to blame rather than
concentrate on exactly what is wrong and how to
prevent it; they are intolerant of what they see as
dissent (it may just be someone's creativity), so it is
difficult for their subordinates to contribute or develop.

Team Leader (high task, high relationship)

This type of person leads by positive
example and endeavors to foster a team
environment in which all team members can
reach their highest potential, both as team
members and as people. They encourage
the team to reach team goals as effectively
as possible, while also working tirelessly to
strengthen the bonds among the various
members. They normally form and lead
some of the most productive teams.

Socialite Leader (low task, high

relationship)
This person uses predominantly reward
power to maintain discipline and to
encourage the team to accomplish its goals.
Conversely, they are almost incapable of
employing the more punitive coercive and
legitimate powers. This inability results from
fear that using such powers could jeopardize
relationships with the other team members.

Impoverished Leader (low task, low

relationship)
A leader who uses a "delegate and
disappear" management style. Since they
are not committed to either task
accomplishment or maintenance; they
essentially allow their team to do whatever
it wishes and prefer to detach themselves
from the team process by allowing the team
to suffer from a series of power struggles.

The most desirable place for a leader to be along the

two axes at most times would be a 9 on task and a 9
on people the Team Leader. However, do not
entirely dismiss the other three. Certain situations
might call for one of the other three to be used at
times. For example, by playing the Impoverished
Leader, you allow your team to gain self-reliance. Be
an Authoritarian Leader to instill a sense of discipline
in an unmotivated worker. By carefully studying the
situation and the forces affecting it, you will know at
what points along the axes you need to be in order to
achieve the desired result.

Managerial Styles

Autocratic Style
Democratic Style

Free-rein Style

Contingency
Contingency Approach
Approach
The
The appropriate
appropriate style
style in
in any
any
situation
situation is
is contingent
contingent on
on the
the
unique
unique elements
elements of
of that
that situation
situation

Main forces in deciding

type of leadership

Tannenbaum and Schmidt suggest

that there are three factors, or
forces, of particular importance in
deciding what types of leadership
are practicable and desirable. These
are;
a)forces in the supervisor;
b) forces in the subordinates;
and
c) forces in the situation

Forces in the Supervisor

The supervisors behaviour will be influenced by
their own personalities, backgrounds, knowledge
and experiences. These internal forces will
include:
Value systems

Confidence in subordinates

Leadership inclinations

Feelings of security in an uncertain situation

Forces in the subordinate

Subordinates are influenced by many personality

variables and their individual set of expectations about
their relationship with the supervisor. Characteristics of
the subordinate are:

The strength of the needs for independence

The readiness to assume responsibility for decision-making

The degree of tolerance for ambiguity

Interest in the problem and feelings as to its importance

Understanding and identification with the goals of the organisation

Necessary knowledge and experience to deal with the problem

The extent of learning to expect to share in decision-making

Forces in the Situation

The supervisors behaviour will be influenced by
the general situation and environment pressures.
Characteristics in the situation include:

Type of organisation

Group effectiveness

Nature of the problem

Pressure of time

Five Fundamental Leadership Practices

Challenge the process

Inspire a shared vision
Enable others to act
Model the way
Encourage the heart

MANAGERIAL
LEADERSHIP
The process of motivating
others to work to meet
specific objectives.

BASIS and BASICS of

LEADING

Leadership is influencing peoples behavior

through:

Communicating
Enabling

others to act
Modeling the way
Disciplining
Encouraging
Motivating

COACHING

A method of directing, instructing and

training a person or group of people,
with the aim to achieve some goal or
develop specific skills. There are many
ways to coach, types of coaching and
methods to coaching. Direction may
include motivational speaking and
training may include seminars,
workshops, and supervised practice."

COACHING

Generally follows the format of individual

guidance that is focused on job
performance and aimed at one person
alone. The coach specifically advises the
person on how to tackle and perform a
particular task, they provide constructive
feedback and delegate further similiar
tasks, setting goals or higher-level tasks
for the individual to complete.

COACHING

The coach in most instances will

be an immediate supervisor who
will have overall responsibility for
the department's overall
performance. Coaching is about
having a positive relationship
where the coachee respects, trusts
and identifies with the coach.

MOTIVATION

What is Motivation?
Motivation is the force that makes us
do things:
things this is a result of our
individual needs being satisfied (or met)
so that we have inspiration to complete
the task. These needs vary from person
to person as everybody has their
individual needs to motivate themselves.
Depending on how motivated we are, it
may further determine the effort we put
into our work and therefore increase the
standard of the output.

The Importance of
Motivation

IS IT IMPORTANT?

WHY IS IT IMPORTANT?

WHY IS MOTIVATION
IMPORTANT
Puts human resources into action
Leads to achievement of
organizational goals
Builds friendly relationship
Improves level of efficiency of
employees
Leads to stability of work force

Motivation Is Important To A
Business

The more motivated the employees are,

the more empowered the team is.
The more is the team work and
individual employee contribution, more
profitable and successful is the business.
During period of amendments, there will
be more adaptability and creativity.
Motivation will lead to an optimistic and
challenging attitude at work place.

Motivation Is Important To An
Individual

Motivation will help him achieve his

personal goals.
If an individual is motivated, he will have
job satisfaction.
Motivation will help in self-development
of individual.
An individual would always gain by
working with a dynamic team.

MOTIVATING A KEY TO
YOUR SUCCESS

Success comes from attracting,

developing, and maintaining an
effective
workforce.

So we must be able to LEAD,

MOTIVATE
and EVALUATE.

SOME BACKGROUND POINTS

ON MOTIVATION:
Most employees prefer to be motivated.
What one person finds motivating
another may find boring, frustrating and
debilitating.
Self-motivation plays a crucial role.
An unmotivated person can become
motivated and vice versa.
Motivation does not explain all
performance problems.

Employee motivation works

best as a partnership
between employer and
employee.

THE EMPLOYERS
CONTRIBUTIONS TO THE
MOTIVATION
PARTNERSHIP
Remove employee
dissatisfiers such
as poor working conditions, unsafe
equipment, exhausting physical work
combined with excessively long work
days and weeks, unfair pay,
disagreeable supervisors,
unreasonable rules and policies,
unchallenging work, obnoxious coworkers and conflict with co-workers.

THE EMPLOYERS
CONTRIBUTIONS TO THE

MOTIVATION
Put motivators inPARTNERSHIP
place, e.g.,
opportunity to achieve, recognition,
satisfying work, responsibility and
personal growth through training
and new experiences.
Promote communication to
discover the dissatisfiers and the
effectiveness of motivators

THE EMPLOYEES
CONTRIBUTIONS TO THE
MOTIVATION
PARTNERSHIP
Be self-motivated.
Search for the right job and work
environment.
Be willing to learn.
Commit to the organizations vision,
mission, core values and goals.
Communicate needs, concerns and
ideas to the employer.
Listen to the employers point of view.

MASLOWS THEORY
Need theories suggest that individuals
have certain innate needs. When a
need is unsatisfied, the individual
experiences tension- and acts in pursuit
of goals that will satisfy the need.
Abraham Maslow (1954) developed the
original and most famous need theory.
He argued that Man has five innate
needs, which he suggested could be
arranged in a hierarchy of relative prepotency

-fulfilment of personal potential

Self
actualisation

Esteem needs
Love/social needs

Safety needs

Physiological needs

Maslows Hierarchy of Needs

-for independence, recognition,

status, respect from others
-for relationships, affection,
belonging
-for security, order,
predictability, freedom from
threat

-food, shelter

Each level of need is dominant until

satisfied: only then does the next level
of need become a motivating factor.
Maslow regarded self-actualisation as
the ultimate human goal: the desire to
become more and more what one is, to
become everything that one is capable
of becoming. It can never be satisfied
in full.

The hierarchy underpins later

recognition that people can be
motivated at work by rewards which
offer satisfaction of their higher
order needs: esteem (competence,
achievement, independence,
confidence and their reflection in the
perception of others: recognition,
appreciation, status, respect) and selfactualisation (challenge, personal
development, fulfilment.

MCCLELLAND'S HUMAN MOTIVATION THEORY

Discovering What Drives Members of Your Team

David McClelland's Human

Motivation Theory

Managing a group of people with different

personalities is never easy. But if you're
managing or leading a team, it's essential to
know what motivates your people, how they
respond to feedback and praise, and what
tasks fit them well.
David McClelland's Human Motivation Theory
gives you a way of identifying people's
motivating drivers. This can then help you to
give praise and feedback effectively, assign
them suitable tasks, and keep them motivated

David McClelland's Human

Motivation Theory

McClelland says that, regardless of our

gender, culture, or age, we all have three
motivating drivers, and one of these will
be our dominant motivating driver. This
dominant motivator is largely dependent
on our culture and life experiences.
The three motivators are achievement,
affiliation, and power. People will have
different characteristics depending on
their dominant motivator.

Dominant Motivator

Achievem
ent

Characteristics of This Person

Affiliation

Takes calculated risks to accomplish their goals.

Likes to receive regular feedback on their
progress and achievements.

Often likes to work alone.

Wants to belong to the group.

Power

Has a strong need to set and accomplish

challenging goals.

Wants to be liked, and will often go along with

whatever the rest of the group wants to do.

Favors collaboration over competition.

Doesn't like high risk or uncertainty.

Wants to control and influence others.

Likes to win arguments.

Enjoys competition and winning.

Enjoys status and recognition.

Step 1: Identify Drivers

Examine your team to

determine which of the three
motivators is dominant for
each person. You can
probably identify drivers
based on personality and
past actions.

For instance, perhaps one of your team

members always takes charge of the
group when you assign a project. He
speaks up in meetings to persuade
people, and he delegates responsibilities
to others to meet the goals of the group.
He likes to be in control of the final
deliverables. This team member is likely
primarily driven by the power.
power

You might have another team member

who never speaks during meetings.
She always agrees with the group,
works hard to manage conflict when it
occurs, and visibly becomes
uncomfortable when you talk about
doing high-risk, high-reward projects.
This person is likely to have a strong
need for affiliation.

Step 2: Structure Your

Approach

Based on the driving motivators

of your workers, structure your
leadership style and project
assignments around each
individual team member. This
will help ensure that they all stay
engaged, motivated, and happy
with the work they're doing.

Examples of Using the

Theory
People motivated by achievement need
Achievement
challenging, but not impossible, projects. They

thrive on overcoming difficult problems or

situations, so make sure you keep them
engaged this way. People motivated by
achievement work very effectively either
alone or with other high achievers.
When providing feedback, give achievers a
fair and balanced appraisal. They want to
know what they're doing right and wrong
so that they can improve.

Examples of Using the

Theory
People motivated by affiliation
Affiliation

work best in a group environment,

so try to integrate them with a team
(versus working alone) whenever
possible. They also don't like
uncertainty and risk. Therefore,
when assigning projects or tasks,
save the risky ones for other people.

People Motivated by Power

Those with a high need for power work best

when they're in charge. Because they enjoy
competition, they do well with goal-oriented
projects or tasks. They may also be very
effective in negotiations or in situations in
which another party must be convinced of an
idea or goal.
When providing feedback, be direct with these
team members. And keep them motivated by
helping them further their career goals.

INTRINSIC WAYS TO
MOTIVATE (1)
Communicate Better
Be an Example
Empower Them
Be supportive of your employees' nonwork life.
Don't be afraid to ask for feedback.
Don't reprimand an employee publicly.
Show genuine interest in your employees.

INTRINSIC WAYS TO
MOTIVATE (2)
Team-building exercises are another
great way to improve the skills of your
employees and to develop stronger
working relationships.
Think about leaders who have motivated
you. Use this knowledge to build your
own motivational skills.
If there is an area where the company is
failing, ask for your employees opinions
and make them feel part of the team!

INTRINSIC WAYS TO
MOTIVATE (3)
Employee training and retraining
is another great way to build
motivation.
Be friendly and approachable.
Greet every employee with a
smile and a "good morning",
"good day", etc to convey that
you are very glad to see him.

BENEFITS OF A MOTIVATED
TEAM (1)
Higher productivity
Higher quality
Lower absenteeism
Less stress and burnout
Attract and retain the best
people

BENEFITS OF A MOTIVATED
TEAM (2)
Higher sales
Higher customer satisfaction
More creativity and innovation
More adaptive
Higher profits for all of the
above reasons

SCENARIO 1
One of your team members has saved the
company a significant amount of money with a
process she spent weeks creating. It's right before
the Christmas holidays, so you decide to reward
her with a turkey that she and her family can enjoy.
You make a big deal of presenting the turkey to
her. She smiles and shyly accepts the gift, quickly
putting it in the office refrigerator. You feel good
because you rewarded her efforts, and she
seemed to be happy about the recognition.

But is she? Things aren't always as they

appear. You didn't take the time to learn
whether or not she eats meat, so you
didn't discover that she's a vegetarian. And
you didn't consider that she commutes to
the office one hour by maxi/bus so by
the time she gets that frozen turkey home
to give away to friends, it will be a drippy,
soggy mess.

SCENARIO 2
One of your team members recently created a
report that was so thorough and well-written that the
board of directors asked you to make sure that she
was praised for her efforts.
So, at your monthly staff meeting, you stood up in
front of the group, and congratulated her on her
achievement, and for the good impression she
made for the team.
However, instead of smiling and appreciating the
attention, she looked embarrassed. She lowered
her head, and as soon as she could, she left and
went to her office.

MOTIVATION AND
LEADERSHIP IN THE 21ST
CENTURY
Motivation
Security and pay are no longer enough

Leadership

Coach mentality
Diversity

Flexibility

Satisfied Employees Are More

Productive and More Committed

An overall positive employee

attitude toward the workplace

Low Turnover:
A low percentage of
employees leave each year

MORALE
MORALE

High Morale:

TURNOVER

Degree of enjoyment
employees derive from doing
their jobs

MORALE

Job Satisfaction:

The CARE Model

C
A
All
R
E

Creative Communication
Atmosphere and Appreciation for

Respect and Reason for Being

Empathy and Enthusiasm

The CARE Model

It is not how much you do but how much love
you put into the doing and sharing with
others that is important.
- Mother Teresa